I rather fell into B2B networking and sales shortly after university, largely by chance. In my early roles, what surprised me was how often senior people would ask what I was seeing elsewhere — what patterns were repeating, which ideas kept resurfacing. Being asked those questions as a relatively junior person sharpened my interest in spotting common dynamics across very different industries and organisations.

Alongside that, I spent three years working as an economic journalist and project director, based in Madrid. That work involved researching and interviewing political and business leaders across a wide range of economic and institutional contexts. What stayed with me was not individual viewpoints, but how similar forces showed up again and again: incentives shaping behaviour, informal power overriding formal plans, and decisions being constrained by context as much as by intent.

Over time, that fed a broader interest in systems thinking and in how people make decisions inside complex environments. Long before it became professionally useful, I was reading widely on business, mental models, and judgement under uncertainty — not as theory for its own sake, but as a way of making sense of what I kept observing in practice.

Since 2011, my focus has been on applying those patterns where the rubber actually hits the road. There is no shortage of webinars, white papers, and conferences setting out future visions or celebrating success stories. They can help establish direction. What they rarely help with is deciding what to do next while still running the day job.

Turning vision into reality means finding signal in noise, separating fact from fiction, identifying priorities, building credible business cases and proofs of concept, keeping stakeholders aligned, and scaling what works without losing momentum. Across industries, I kept seeing capable teams struggle not through lack of intelligence or ambition, but because decisions hardened before the problem was properly framed.

BestPractice.Club was created to address that gap. The work centres on creating space for leaders to compare notes with peers facing similar challenges, ask candid “how did you actually do this?” questions, and access practical, impartial perspectives. The aim is tangible progress built through clearer thinking, better decisions, and sustained follow-through.

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